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| Criterion |  Decision Making Decision Tree |  Innovation Crazy 8s |  Decision Making Pre-Mortem |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 8-15 min | 20–45 min | 30-60 min |
Participantsdifferent | 1-6 | 1-10 | Small cross-functional group | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Sketch Set, Idea Shortlist, Direction Options | Risk list, Mitigation plan, Assumption log | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | DecisionTreeOptions | BrainstormingSketchingSpeedDivergenceDesign sprint | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityWorkshopDivergence |